Professional Course

on Management and
Development
In-service Training Programme for
Class-III (or equivalent) Officers of
Government Organizations

COURSE BOOK
Professional Course on Management and Development
ABOUT THE PROGRAMME
Role of public management is instrumental for ensuring
good governance and achieve development goals
of the nation. Public service is considered as crucial
vehicle for implementing transformation efforts led by
the government using new approaches and techniques
of public management. The role of public officials,
thus, lies in recognizing and further expanding their
role in the changed context to produce deliverables
with available level of resources.
Restructuring of state has gained momentum with
successful election and formation of government
at all levels- local, provincial and federal level- as
envisioned by the Constitution of Nepal. Now, the
role of newly elected governments and their policies
are expected to deliver public aspirations of peace,
good governance, prosperity and development.
This is possible with ethical, competent and efficient
public officials in managing resources, relationships
and results effectively. As a foundational role bearers
of public service, Class-III (equivalent) officers of the
government as aspiring mid-executives have vital role
in executing policy and programmes as change agents
for effective public service delivery. Hence, capacity
building of this level is critical for successful functioning
of public sector and managing change effectively.
In this connection, NASC has redesigned existing in-
service training course on Management and Development
targeted for the Class-III (equivalent) officers of
government organizations. The redesign process is built
on the premise of developing core competencies of
the officers required to perform their role effectively.
Detailed learning needs assessment was conducted to
identify competency framework for these officers and
gaps were identified in required competencies adopting
widely accepted methodologies including individual
questionnaires, supervisory assessment, focused group
discussions and expert opinions. Similarly, practices of
similar course providing institutions in Asia and other
countries were thoroughly reviewed and observed in
designing the new Course. This course has been peer
reviewed by experts engaged in public sector capacity
building.
The Course incorporates both perspective building
as well as skill developing contents with practical
innovative learning component- Engaging with Local
Governments.
COMPETENCY FRAMEWORK
Competencies are individual characteristics, including
knowledge, skills, abilities, self-image, personality-
traits, mindsets, feelings, and ways of thinking,
which, when used with the appropriate roles,
achieve a desired result. Competencies of public
sector contribute to exemplary performance that
creates reasonable impact on the society as a whole.
A competency framework defines the knowledge,
skills, behaviors and attributes needed for employee
within an organization. The framework defined for the
Class-III officers of the government as required set of
core competencies includes the following:
Building Integrity
It is an ability of a person to demonstrate and promote
ethical standards in personal and professional life. It
is derived as foundational competency for the officers
and is a base for all other competencies and role of
the officers.
Managing Relationship
This denotes an ability to analyze and foster individual
and institutional relationship for creating performing
environment. This is relational competency of a person
and regarded as instrumental for assuming managerial
role and effectively work with people.
Managing Resources
This competency is derived as an ability to optimize
human and financial resources effectively and
efficiently to ensure ‘value for money’ and achieve
organizational goals. This is an essence of managerial
role associated with results.
Delivering Results
This is an ability to perform within time and resource
constraints and maintain standards of excellence.
Augmented with all other competencies, this
dimension of competency incorporates individual
drive and strive for effective service delivery as a
performing manager.
OVERALL AIM
The Course aims to develop a performing manager
who delivers excellent service by maintaining and
fostering integrity in personal and professional life;
and managing resource and relationships effectively
to achieve organizational goals.
COURSE CONTENTS
The course is structured in four modules incorporating
essential skills to be delivered progressively in a
synchronized learner’s centered delivery approach.
Aim of each module and detailed content outlines
along with methods of delivery are presented in the
following sections.
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 Professional Course on Management and Development

MODULE I: MANAGING SELF AND RELATIONSHIPS - 7 DAYS

Upon completion of this module, the participants will be able to develop self and relationship building skills to
achieve personal and professional goals.

Day Session Topic Learning Objectives Content Outline Methodology Session

1 Managing Self • Develop awareness about • Self-awareness Interactive 2
self • Self-management tools and Presentation,
• Apply practical ways of self- techniques Johari Window,
management • Managing time and priorities SWOT etc.
• Developing self esteem
2 Integrity • Recognize integrity as • Understanding integrity: Interactive 3
Building holistic approach of A holistic approach of Presentation,
accountability, competence accountability, competence and Case Study,
and ethical behavior ethical behavior Integrity Building
• Demonstrate ethical • Factors affecting ethical and Frameworks
behavior in personal and unethical behavior
professional life • Practical ways of solving integrity
• Solve integrity problems problems: Compliance and
using practical integrity integrity building
frameworks
3 Managing • Recognize relationship • Modes of communication and Interactive 3
Relationship as transaction among relationship: Interpersonal and Presentation,
individuals and institutions Institutional Brainstorming,
• Apply appropriate mode • Practical ways of removing Transaction
of transaction for fostering communication roadblocks and Analysis, etc.
smooth relationship developing effective relationship
with people and institutions
4 Managing • Diagnose interests of • Interests and options of the Interactive 3
Conflicts and parties in negotiation parties in negotiation Presentation,
Negotiations • Apply systematic approach • Conflict handling and Role Play,
and techniques for negotiation techniques Case Study,
managing conflict and • Issues in negotiation (personality Seven Elements
negotiation traits, gender differences, Framework
cultural differences, etc.)
5 Managing • Explore own sense of • Spiritual life: Holistic perspective Interactive 1
Self: Living meaning and purpose of life of living Presentation,
Spiritual Life • Develop path towards • Attitude is everything: Making it Group Exercise
spiritual wellness and positive
redesigning life • Changing lifestyle and
redesigning life: Practical skills
5-7 Leadership: • Recognize leadership • Leadership as a process (e.g. of Interactive 6
Engaging as a process of making accountability, responsiveness Presentation,
Team for difference- performance and integrity and inclusiveness) Case Study,
Better excellence • Engaging teams for better Purposive
Performance • Engage team for better performance: Feedback, Excursion and
performance Coaching and Motivation Team Building
• Practical skills of managing
teams

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 Professional Course on Management and Development

MODULE II: GOVERNANCE AND DEVELOPMENT - 5 DAYS

This module aims to develop ability of participants to analyze the context of governance and development; and
deliver public service effectively and efficiently.
Day Session Topic Learning Objectives Content Outline Methodology Session
1 Governance: • Explain changed context of • Principles of governance Interactive 1
Principles, Context public governance • Political and social context of Lecture,
and Agencies • Analyze the role of actors public governance in Nepal Reading
• Identify the issues and • Governance agencies Assignment
challenges of governance • Issues and challenges in
federal system of governance
1 State- • Analyze principles of • Context and principles of Interactive 1
Restructuring federalism and bases of state restructuring and Presentation,
and Federalism in state-restructuring federalism Reading
Nepal • Analyze constitutional • Constitutional provisions Assignment
provisions of state • Administrative federalism:
restructuring and power Provisions, Models Issues
sharing
1-2 Fiscal Federalism • Describe the principles of • Basic principles, legal and Interactive 2
in Nepal fiscal federalism constitutional provisions of Presentation,
• Analyze legal and fiscal federalism: Revenue Case Study
constitutional provisions on assignments, Expenditure
fiscal federalism assignments, Fiscal transfer
• Analyze issues and practices and borrowing
of fiscal federalism in Nepal • Issues and practices of fiscal
federalism
• Functions of National
Natural Resources and Fiscal
Commission
1-2 Intergovernmental • Describe intergovernmental • Nature of intergovernmental Interactive 2
Relationship relationship relationship: Cooperation, Presentation,
• Analyze the role of civil Coordination, Coexistence Panel Discussion
servants in managing • Mechanisms for
intergovernmental intergovernmental
relationship relationship
3 Development • Analyze perspectives of • Perspectives of development Interactive 1
Perspectives and development (SDG, Graduation to Presentation,
Policies • Explain policy process developing country) Case Studies,
• Analyze issues and • Policy process and actors with Article Review/
challenges of policy process reference to Nepal Reading
• Issues and challenges of Assignment
policy process

3 Development • Explain planning • Perspectives and approaches Interactive 2

Planning: perspectives and of planning Presentation,
Approaches and approaches • Plan, programme and project Project
Techniques • Analyze issues and development Documents
challenges of programme Review,
and project management Case Study
cycle
4 Monitoring • Describe result frameworks • Result frameworks in Interactive 2
Programmes and • Apply monitoring programme and projects Presentation,
Projects frameworks for programmes • Frameworks for monitoring Case Study
and projects and evaluation
• Issues and challenges
4-5 Principles and • Explain the principles of • Principles of public service Interactive 4
Practices of Public public service delivery delivery Presentation,
Service delivery • Analyze the state of public • State of public service Case Study,
service delivery in Nepal Simulation
• Design service delivery • Components and parameter Exercise, Plenary
improvement plan of service design Discussion
• Service delivery improvement
plan

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 Professional Course on Management and Development

MODULE III: PUBLIC FINANCIAL MANAGEMENT - 5 DAYS

This module aims to enhance ability of participants to analyze public financial management environment and
develop essential skills of financial planning, implementation and control.

Day Session Topic Learning Objectives Contents Outline Methodology Session

1 Public Financial • Explain dynamic • Key characteristics of Interactive 2
Management characteristics of national national economy: Financial Presentation,
Environment economy perspectives Case Study
• Analyze fiscal policy • Fiscal policy and its
measures and their functioning
effectiveness in achieving • Actors and their role in public
development goals financial management
• Analyze issues and practices • Linkages in development
of fiscal federalism in Nepal priorities and financial
resources
• Issues in public financial
management

1-3 Annual Planning • Identify and communicate • Basics of financial Interactive 6

and Budgeting the annual financial needs
• Prepare annual plan and
budget
• Develop essential skills of
accounting, recording and
reporting
3-5 Procurement • Prepare procurement plan
Management • Apply provisions of Public
Procurement Act (PPA) and
Public Procurement Rules
(PPR) in procurement
management and Presentation,
professional ethics Group Work,
• Mapping needs to annual Individual
plan and budget Assignment, Case
• Key success factors of Study
annual planning and budget
implementation (financial
communications, RBV, fund
flow procedures, etc.)
• Budget authorization
mechanisms
• Budget implementation:
Accounting, Recording and
Reporting
• Annual Procurement plan Interactive 5
• Procurement provisions and Presentation,
practices Group Work,
• PPA and PPR: procurement Individual
and contract management Assignment, Case
provisions (works; goods and Study
services; consulting services
and other services)
• PPMO standard bidding
document for works, goods
and consulting services, eGP)
• General procurement related
issues

5 Financial • Identify financial control • Budget review and fiscal Interactive 2

Control measures in practice reporting Presentation,
• Apply generic tools of • Internal controls Group Work, Case
internal controls and • Financial non-compliance: Study
maintain compliance Arrears
• Statutory auditing and
evaluations

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Professional Course on Management and Development
MODULE IV: ENGAGING WITH
LOCAL GOVERNMENTS (ELG) - 7 DAYS
The Idea: Local Government as Learning
Lab
This module aims to provide opportunities for
participants to analyze performance environment of
local governments; identify critical issues in service
delivery and support in building or strengthening
system of the local governments. In this practical
learning component, local governments are regarded
as a ‘Learning Lab’ for the participants where they
will be deputed in small groups to selected local
governments outside the district headquarters.
The role and functions of local government are
envisioned and defined by the constitution, unbundling
report of federal government and are also shaped and
customized by the changing needs of people. In this
situation, participants are required to understand and
appreciate the changing role and analyze performance
needs/gaps of those government units. Participants
are also required to take initiatives for improving work
systems of specific sector/s within local governments.
The officers will analyze citizens’ perspectives towards
public service, development activities and learn from
administrative as well as development management
practices at local level through review, analysis,
enquiry, direct observation, discussion, involvement
and practicing in various functions of the government.
They are also expected to contribute for enriching
understanding, knowledge and skills of service
providers and provide practical, innovative ideas to
enhance process efficiency and service effectiveness.
They are required to share learning in plenary at NASC
where officials from concerned authority will be invited
to take perspectives and feedback for improvements.
Learning Objectives
1. Analyze the role and functions of the local
government in the changed context;
2. Identify changing needs of people and their
perception toward service providers and local
government;
3. Analyze key issues/challenges in relation to KSA
(Knowledge, Skills and Attitude) of service providers
and work processes and systems;
4. Cooperate and support for improvement in work
processes, systems; and,
5. Develop perspective of enhancing capacity for
well-functioning of local government in future.
Learning Outputs
1. Performance Environment Analysis: Analysis of
people, processes, structure, technology and
work culture related aspects of the assigned local
government using analysis tools like SWOT;
2. Service Mapping: Assessment of status of basic
public service (nature, access, diversity etc.) and
development activities at local level and state-
people relationship;
3. Support for the local government: Initiative taken
to improve situation or resolve identified issues/
problems.
Participants will prepare detailed daily engagement plan
for the aforementioned outputs. These outputs will be
integrated in a Learning Reflection Report (LRR), which,
they are required to share in plenary at NASC.
Daily Planner
Participants should maintain daily planner to perform
tasks, and record and reflect learning that will be
valuable inputs for preparing Learning Reflection
Report (LRR).
Placement Criteria
Participants will be placed in local government units
other than their place of birth, education and work as
well as permanent and current residence.
Guidelines for Learning Reflection
Report
Cover Page
Table of Contents
1. Engaging with Local Government: An
Introduction
Briefly introduce the Engaging with Local Government
(ELG) programme as practical module of the
Professional Course on Management and Development
(PCMD) that provides opportunity to analyze
performance environment of local governments;
identify critical issues in service delivery and provide
support in building or strengthening system of the
local governments. State learning objectives of this
programme and importance for the frontline officers
and specify tools and methods applied for the study.
(1 page)
5

2. Performance Environment Analysis
Explain in brief the changed role of local government
in new system of governance. Analyze internal and
external environmental aspects of the local
government using SWOT (Strength, Weakness,
Opportunity and Threats) analysis framework. People
(staff), work processes, organization structure,
performance and work culture etc. are internal factors
whereas political, economic, social, technological,
environmental and legal aspects are external factors
for the local government. In SWOT approach, Strengths
and Weaknesses are identified from analysis of internal
factors whereas analysis of external factors reveal
Opportunities and Threats (Challenges). The analysis
will help to identify issues or performance gaps of the
local government, which need improvements. The
analysis is organized in the form of SWOT Profile.
(2-3 pages)
3. Service Mapping: Status of Public Service
Delivery
Analyze status (nature, access, diversity etc.) of basic
public services and development activities at local level
and assess state-people relationship. Service mapping
would also focus on timeliness, responsiveness and
behavior of service providers as well as changing
expectations and trust of people towards government.
(1-2 pages)
4. Initiatives for Improvements
Explain major initiatives of government and
concerned stakeholders to ensure development
results and improve livelihood of people. Similarly,
elaborate initiatives of service providers for service
improvements- making it better and need-based.
Another major aspect in this section is your own
initiative (could be very small one) during study period
to educate, aware, support and guide the service
providers and local people for better way of doing
things and resolve problems.
Then outline major initiatives or strategies as practical
solutions to be taken by the concerned actors and
agencies.
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Professional Course on Management and Development
5. Overall Impression and Lesson Learned
Summarize the study in aforementioned sections
and present your overall impression from
one-week involvement in the local government. Also,
summarize people’s perception towards new system
of governance, role of local government and service
delivery. Specify major aspects of learning from the
overall process and its implications in your existing as
well as potential role of section officer for improving
the situations with innovative and sustainable
solutions.
Note:
Participants should maintain Daily Planner to plan,
record and reflect learning that will be integral for
preparing Learning Reflection Report.
SWOT (Strength, Weakness, portunity and
Threats) Profile
Strengths: Internal factors that is adding value to
overall operation and have potential to improve
organizational performance
Weaknesses: Internal factors that can hinder
performance and may negatively impact in overall
operation
Areas of Analysis
• People (Size, availability and competence of staff
or service providers)
• Service Processes (Service flow/steps, service
delivery points and service procedures)
• Structure (Work division, reporting mechanism,
authority and responsibilities)
• Resources (Financial resources, physical facilities
and information resources)
• Performance (Overall goal achievement, results)
• Work culture (Teamwork, cooperation, risk taking,
service orientation etc.)
• Technology (Use of modern technology including
Information and Communication Technology- ICT)
Opportunities: Favorable circumstances that offer
some kind of advantage to the organization
Threats: Unfavorable circumstances that may cause
harm to the organization and its activities
Professional Course on Management and Development

Areas: External to the organization Evaluation Criteria:

• Political Situation (Political parties, agencies,
S.N. Criteria Marks
stakeholders and their activities or practices)
• Economic Condition (Economic actors of the area A Learning Test 45
and activities) Module- I 15
• Social Dynamics (Values of society, culture, Module- II 15
traditions, religions, etc.)
Module- III 15
• Technological Change (New technologies available
B Engaging with Local Government 40
and rate of use in the area)
• Environment (Nature, natural resources and their Report Evaluation: 25
conditions) Understanding Role of Local
5
• Legal/Regulatory Environment (Laws, regulations Governments
in practice) Issues/ Problem Analyzed 5
• Demographic Composition (Population size, Initiatives Taken 5
growth, migration etc.)
Quality of Suggestions 5
• Public Image and Trust (Perceptions of people,
their satisfaction from service, trust towards Presentation of Information 5
government) Presentation Evaluation: 15
Expression Quality and Body
EVALUATION SYSTEM Language
3

Modalities and framework for evaluation of learning Contents and Coverage 3

will be as follows:
Use of Presentation Aids 3
Learning Test
Self Confidence 3
Analytical understanding of participants will be evaluated
in Module I, II and III through written test. Intellectual Interpretation and
3
Response to Queries
Engaging with Local Government (ELG)
C Participation and Learning Behavior 15
Final product, the Learning Reflection Report will be
evaluated by Panel of Evaluators. Dress Code Maintained 3
Participation and Learning Behavior Respect to Time 3
Coordination Team will evaluate Trainee’s participation Contribution in Learning Sessions 3
and learning behavior in consultation with module Problem Solving Attitude 3
coordinators.
Respect to Ideas and Feedback 3
GRADING SYSTEM AND AWARDS Total Score (A+B+C) 100
The training performance of the participants shall be
graded as follows:
COURSE COMPLETION
Division Percentage Attendance
First 70 and above Leverage of maximum three sessions is allowed in one
Second 60 and below 70 module but not exceeding total of six sessions in all
Third 50 and below 60 modules. Non-compliance will lead to incompletion of
the respective module/s but are allowed to continue
other modules. Participants should complete the
Officer Trainee securing the highest aggregate score incomplete module/s (if any) Course within two years
will be awarded as the Best Performer. from the date of enrollment.

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 Advanced Course on Management and Development
Professional

Facilities at NASC

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